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High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
High Performance Teams Brochure
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High Performance Teams Brochure


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In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and …

In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and functions also saves resources, identifies risks and generates opportunities.

Talented people work best in a team environment where enthusiasm and team spirit are high, ideas and information shared, and team members work together to accomplish common goals. The synergy that comes from high performance teams adds value to all – team members, customers and the organization.

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  • 1. High Performance TeamsExperience the advantageof full collaborationLeader in collaboration Prama House 267 Banbury Road Oxford OX2 7HT T. +44 (0) 203 026 5376 201210
  • 2. “The formation of a new team of persons coming from different business areas, andeven from other organisations, to take on a far-reaching project resulted in the need todevelop a training program that would create a propitious environment forinterpersonal knowledge and promote teamwork. But above all, it was necessary toclearly show the challenges and problems that we faced, which is the most novel aspectwith respect to a training action. The experience with the Equilibrium Cone wassimultaneously gratifying and successful, given that it combined fun aspects (gamesand simulators) and operational aspects (specific work projects) that satisfied theobjectives of both cohesion and efficiency, respectively.”Ricardo Alonso FernándezDirector of Corporate BankingGlobal Banking & MarketsSantander Banking Group
  • 3. ObjectivesThe current environment in which organizations must decision-making based on teams in situations ofcompete is increasingly complex. Firms must survive complexity, interrelationships and constant change.and grow in an interconnected world in which it isincreasingly difficult to foresee future Decision Making: To identify the guidelines neededenvironments. to take actions through uncertainty and to reconcile anxieties arising from such decisions.The objective of Synergy program is to develop thefollowing organizational capacities and Synergy: To promoting the optimal distribution ofcompetences: resources through shared use.Distributed leadership: To appreciate and act upon Synergy is an attended seminar that, for two days,recognition of the significant differences between submerges the participants in a situation of growingtraditional leadership paradigms, based on the complexity, uncertainty and change. With the use ofindividual and the new model of distributed a behavioural simulator, it achieves a high impactleadership which is based on the executive team and generates emotional ownership, wherebyfunction. learning through experience is assured.High Performance Teams: To build autonomous Our diagnostic approach based on the notion ofand self-driven teams that develop initiatives, to duality – personal and business – allows clients tomake risk-based decisions and that can recognise how inter-relating personal capacities isdemonstrate flexibility and diversity in action. the key to promoting cultures of Shared Leadership and Teamwork in organisations.Change management: To identify the benefits of Experimentation through Gaming and Simulation is a highly effective, attractive, motivating and proven learning methodology, with constant changes of rhythm, which encourages constructive interactions and sustainable, participant owner- ship. Our program designs reflect our belief in the idea of serious play and its causal link to executive performance.
  • 4. “Participating in HIGH PERFORMANCE TEAMS was an intellectual challenge for medue to the different way of facing a known subject. The idea of breaking with schemesand not being anchored in traditional ones is perfectly clear. Learning to dominate mynatural leadership in order to adapt it to good teamwork was another good practice.Overall, an intense and very recommendable experience for people who want to learndifferent methodologies.”Jordi BallestéVice-PresidentAngelini Group
  • 5. SyllabusIntroduction to High-Performance Cultures High-Performance Teams How technology and globalization influence the ex-  Teamwork is an emerging pattern of decentralized ecutive decision and spontaneous self-coordination The risk of treating complex decisions as simple. Long  Promoting team consciousness term and systemic implications  Excessive cohesion is a disadvantage. Teamwork is More than the sum of the parts- a complementary not an end in itself approach to executive teams  The group dynamics approach maximizes results through collaborationThe importance of a High Performance Environ-ment High Performance Organization The impossibility of direct intervention in the High  My weakness is the result of my politics. How am I Performance Environments blind to it? An Entrepreneurial Team Learning Perspective- how  An organization that learns from experience. The im- to build a flexible and adaptive organization portance of failure, errors and mistakes Communication as the product outcome of an inter-  Silver bullets in designing for the “it depends” conun- active exchange process rather than a simple infor- drum. Learning to discriminate mation dissemination process The personal perspectiveHigh-Performance Leadership  How to benefit from the anxiety produced by uncer- The new field of Distributed Leadership for today’s tainty high performing executives  We are prisoners of our own mental models A fundamental dichotomy in leadership styles: the  Locus of control or how to take the responsibility for Entrepreneur versus the Manager our decisions The risks of dysfunctional leadership profiles: indi- vidualism, simplification, groupthink and perfection- The Cooplexity model ism  The knowledge level: Pro-activity oriented to results How does leadership behavior encourage or discour- and relations age team performance  The teambuilding level: group integration and trust Measuring risky leadership behaviors through the generation TEAM 12 test  The team working level: equal relationship and crite- ria of action
  • 6. OverviewA Holistic Model of Organizational Complexity.High Performance Teams is an experiential without external interventions. The participantslearning program based on a behavioural become aware of the ‘whole’ and balance thesimulation that enables participants to transition achievement of their personal goals with those offrom a situation of uncertainty to one of the organization.complexity. The first stage of uncertainty relates toconditions of change, crisis, chaos, mergers and A playful, powerful and experiential dynamic,takeovers, and can include the dynamics of growth, generates high emotional impacts on groupnew businesses, and corporate restructuring. The motivation and cohesion, and so builds asecond stage of complexity is related to mature, heightened sense of ‘ownership’.competitive, globalized, interrelated and In complex and interdependent environmentsinterdependent markets. where the individual capacity to decideAs the program progresses, both organizational- appropriately is either exceeded or dependent onlevel and personal-level needs are diagnosed. Initial others, the team decision-making mechanism kicks-competences tend to focus on either exploration, in. A new approach to decision-making isflexibility, the ability to influence, or learning. This demanded, allowing the organization to build ais complemented by a subsequent focus on more consensual strategy driven by actions based on tacitrelational competences including team dynamics, and local knowledge, creating synergies throughsuch as, motivation, communication, cooperation, distributed leadership.shared leadership, delegation and coordination. Our rigorously developed conceptual model enablesAs the participating team develops, and as an subsequent personal action plans and theindirect result of its search for a proposed objective, immediate transference of new executivethe group modifies its priorities naturally i.e. competences to the client’s organization.
  • 7. Key takeawaysThe dynamics of the program allow critical executive themes to be internalised, and include:Areas of personal analysis  How to tolerate frustration to permanent and ongoing change.  How to work in uncertain environments.  How to transition from the ambiguous (emotional) through to the paradoxical (emotional/ rational) and from the paradoxical through to a resolution (rational).  How to manage anxieties generated by a sense of a lack of control in emergent situations  How to generate attitudes favouring Teamwork as an organizational response.  How to communicate in symmetry (from peer to peer, as equals).  How to embed and recognize the effects of Non-hierarchical leadership.  How to develop and produce performance-enhancing competences in the relationship be- tween level of ambition, commitment and results.The perspective of the participants is such that the transfer of program learning outcomes to organiza-tional realities is high. This also allows for:  Filming the sessions in order to obtain personal video-feedback with an analysis of personal behaviour and individual impact on the group and organization.  Planning subsequent coaching sessions.  Complementing the session with subsequent consulting for the organisation based on the model used.  Defining an action plan for personal development.Therefore, the program is directed at companies and organisations of a certain size and complexity. Spe-cifically, it is directed at companies that are either operating in highly competitive environments, face rap-idly changing situations or seeking high strategic growth rates as a result of new executive initiatives.
  • 8. “This program is an intelligent way of demonstrating through play that at the company,we are all necessary and that there is strength in unity. It is a side to transversality, andat Dannon it has been very useful for realising how important people are in allfunctions, each in their own role, so that projects advance and become a reality.”Robert CosiallsDirector of Purchasing of Dannon for Southern Europe
  • 9. FacultyWe deliver value to our clients through the combination of experiences inboth the academic and professional learning spheres.The faculty of the High Perforrmance Teams program presents a unique combination between academicand professional careers. Both, Edward Gonsalves and Ricardo Zamora are professors at prestigious Uni-versities and Business Schools; they have specialize on complementary aspects of the Cooplexity modelupon which the seminars are based and both have applied their knowledge with proven success in largecompanies and multinationals. Many of their publications and lines of research are used in the coursematerial, readings, tests and form the basis of group discussions.Pr. Edward Gonsalves Pr. Ricardo ZamoraEdward specializes in the development of execu- He is President and founder of the Cooplexity Insti-tive program design for teams in entrepreneurial tute.and large firms. He holds a number of director- Zamora has specialized in the development of sys-ships, advises, consults and publishes in the area of temic competences and applies this program inStrategic and Entrepreneurial Learning. large corporations with complex interrelationships.Edward is a Visiting Professor on MBA and Entre- He has taught seminars in countries such as Argen-preneurship Programs at the European Business tina, China, Italy, Mexico, Spain, UK and USA.School, London, Barcelona Management Institute He is associate professor at ESADE Business Schooland Toulouse University Business School-ESEC, Bar- since year 2000. Currently collaborating at the Ex-celona. Edward is a Founding member of the Bar- ecutive MBA, the EMMS, MSc and with some Ex-celona Entrepreneurship City Group. ecutive Education programs.His publications include C.W.J.A., Gonsalves, E. His publications include “Cooplexity: A model of(2008). Entrepreneurial Resource, Organizational collaboration in complexity for management inLearning and Strategy-Making: Linking Theory and times of uncertainty and change” and “Teamwork:Empirical Design. In R. T. Harrison, & C. M. Leitch motivation, commitment and results”.(Eds.), Entrepreneurial Learning: ConceptualFrameworks and Applications. London: Routledge. Is member of the ESADEs Leadership Development Research Centre focused on effective leadershipHe was the learning facilitator on the Park Royal and emotional and social competencies (Glead).Partnership Entrepreneurial Mentoring Programfor Small & Medium Size enterprises (a London De- He is member of the System Dynamics Society andvelopment Agency funded program) and is a lead NASAGA (North American Simulation and Gamingadviser to the GBP15m London Carnival Village Association).capital Project.
  • 10. CustomersUniversity PartnersESADE: Management School of Business ofBarcelona (Spain)UTD: University of Texas DallasUAB: Universtat Autónoma de BarcelonaMass ConsumptionCobega (Coca Cola Group), Dannon , LU(Dannon Group), Font Vella (Dannon Group),Heineken, Puleva Food, Mahou-San Miguel,Grupo Siro, Bimbo (Sara Lee Bakery Group),Unilever, Frigo (Unilever Group), Nestlé,Arbora & Ausonia (Procter & Gamble Group)TechnologyTelefónica, Hewlett Packard, ThalesInformation Systems, Adbraintage, Astra, T-SystemPharmaceuticsAstraZeneca, BDF - Beiersdorf, BoehringerIngelheim, Farma-Lepori (Angelini Group),CibaVision (A Novartis Company), Novartis,Roche Diagnostics, Pfizer, Chefaro , Lilly,MedichemFinanceSantander Group, Banco de Sabadell,Deutsche Bank, BBVA, Caixa de Catalunya, LaCaixaConstruction, Real EstateFerrovial-Agroman, Acieroid, Lafarge-Asland,Inmobiliaria ColonialHealthSanitas, Sanitas Residential, Mutua delCarme, AsepeyoChemicalsKao Corporation, BASF, AKZO Chemicals COOPLEXITY INSTITUTEUtilities Prama House 267 Banbury RoadREE (Red Eléctrica de España), ENDESA, Oxford OX2 7HTUNIÓN FENOSA,AGBAR Group T. +44 (0) 203 026 5376Textile, FashionINDITEX, Dimodes, Nike, Venilia (grupo www.cooplexity.comSolvay)LogisticsDHL